The Expat Transitions Program

Transcription

1 The Expat Transitions Program

2 ENSURING YOUR EXPATRIATES TRANSITION EFFECTIVELY As HR lead or other key stakeholder involved in the integration of expatriates into Australia, you would be very familiar with the benefits and challenges bought by such appointments. You observe with interest and concern about how the expatriate leader will integrate and impact the organisation. Unfortunately, often the process and the outcome are not as positive as hoped. From your position you see and are often tasked with addressing the friction resulting from an unsettled and dissatisfied leader dealing with organisational and family challenges, a disrupted leadership team and a disgruntled organisation. You see and have to manage the implications of the impact on engagement scores and the challenge of attraction and retention of quality staff when the market is dissatisfied with your organisation s performance. On a personal level, your professional reputation may also be under scrutiny as a reflection of a potentially failed expatriate assignment on your watch. At OSULLIVANFIELD, we know this is not uncommon. Studies put the failure rate for expatriate leaders at between 25 and 50%. Failure most often occurs at or before the 18 month mark. When the obvious costs of recruitment, relocation, housing, school fees and other benefits associated with expatriate assignments are considered, the cost of securing an expatriate leader is enormous, often two to three times the total package. This does not account for the hidden expenses including the time and focus of the organisational resources at both home and host locations. Ensuring the assignment is successful is crucial. A failed expatriate assignment, at a professional and developmental level, is defined under three categories: (a) the assignment is ceased early and the executive is recalled home; (b) the executive is returned to their original position upon the end of the assignment (when this was not the original intention); or (c) the executive is deemed to have not performed adequately and leaves the organisation. On a personal level, for the expat themselves, a failed assignment often means the stalling of a previously promising career and unfortunately often, the break down of personal relationships. It has been reported that almost 50% of expatriate marriages end in divorce, accelerated by the stress caused by international assignments.

3 With such a high failure rate what can be done to mitigate this risk? Our work with expatriate leaders has developed in response to organisational requests to support leaders arriving in Australia. This holistic program, The Expat Program, has been developed to meet the needs of the expatriate leader, the employing organisation and the Expat partner with their family. The families of expatriates are not always visible but have a profound role to play in the success or failure of the assignment. In recognising this we ensure that spouses and families are considered and supported as part of The Expat Program. Pre Arrival Arrival Listen & Learn Decide Energise Review -12 to 0 0 to 2 2 to 6 6 to to to 52 Key Skills Assess mandate and own capability Deliver clear message Listen to range of inputs and ideas Develop lead team and decide on organisational strategy Create sense of accountability & execution Reshape and renew towards evolution Output Preparedness Presentation Perspective Purpose Performance Program

4 TRADITIONAL SUPPORT FOR EXPATRIATE LEADERS Organisations typically provide three levels of support to expatriate leaders as part of their transition. No Support The leader has little or no support to understand how to transition to their now job, new level of leadership and new country. They may read books about Australia, have an initial meeting with their HR business partner or relocation officer. Culture Support The leader learns about the new country, traditions and ways of living here in Australia. Some organisations offer a short program that is generic in nature but covers the important distinctions about Australian culture that is different to other parts of the world. Role Support Given that for most expatriate leaders, an overseas assignment is usually the most senior role they have held in their careers to date, it is important that they succeed. The leader is supported in their transition with a focus on leadership transition, personal impact and strategic execution. Usually there is little focus on personal transitions and culture integration. We believe an integrated support program offers the best chance of success to both the expatriate leader and the organisation in helping them succeed in their new role. Familiarity & adaptation to new role and functional level Role Support Support into New Role Step up in Leadership Executive Coaching No Support Minimal Interventions Read Books on Australia Limited on Boarding Relocation Support Integrated Support Fully Integrated Program Focus on all Transitions Commercial Outcomes Based upon Interational Research Culture Support Education on New Country Short Programs Individual Support Spousal Support Familiarity and adaptation to new culture

5 THE EXPAT PROGRAM OVERVIEW PALDER FRAMEWORK Our PALDER framework is the industry standard for assisting expatriate leaders plan and execute their first twelve months in a new role. This is the pillar for building a platform for future success. Paradoxically at the commencement of a new role, many leaders get drawn into all the urgent issues with the new role and forget to understand their mandate and stakeholders needs. Using a variety of templates and tools we work to ensure the leader has a clear structured plan and execution in place over a six to twelve month period. AUSTRALIAN CULTURE To successfully assimilate into a new country it is important to understand the culture. Using a diagnostic tool we evaluate how the culture of the expatriate s country of origin and Australia differ and give the leader tips for integrating more quickly into Australia. We also identify the key cultural signposts of Australia and the cultural rules and norms. STRATEGIC THINKING Strategic thinking not only applies to how the leader develops the overall strategy for their team, function or business. It applies to their dealings with their stakeholders, peers and board members. Strategic thinking is made up of numerous areas including strategy development, strategic processes and strategic execution. We work with the leader across all three domains. HIGH PERFORMANCE TEAMS Depending on how the leader wants to lead their direct reports will depend on how you set up their team. There is more than one way to do this. We specialise in developing high performance teams. We work with you to build the foundation for your team through our 5Q leadership team program. IMPACTFUL COMMUNICATION Being able to influence across organisations is a key measure of success. Through a guided process, we work to develop the impact and executive presence for each of our clients. Focusing on language, intent behind presentations, physicality, personal vulnerability, narrative nuances and connectivity, we build a scaffolding to ensure impactful communication. DAILY HABITS OF EXCEPTIONAL LEADERS Leaders cast a long shadow in an organisation in the sense of their overall visibility and influence. The most important tool is themselves. How they maintain, regulate and optimise their personal energy will influence that tool. Using insights from the Daily Habits of Exceptional Leaders research, we develop and optimise energy rituals with each leader to assist in their self management. OPTIMISING THE FAMILY EXPERIENCE The successful assimilation of the expatriate s spouse and family into Australia can be just as important to the leader as success in their new job. An unhappy family is going to impact the focus and well-being of the leader. To assist in this process we include support for the family.

6 You don t get a second chance to make a first impression as a new leader. This program is essential for that J. Moller, Medical Director - Central Europe

7 BENEFITS OF AN INTEGRATED PROGRAM The table below outlines a range of expatriate interventions and the expected success rates associated with each intervention. The levels build upon each other in terms of overall learnings and benefits. Presuming the initial recruitment process was successful we know that there is a 35-60% chance of expatriate success by doing nothing or a minimum of localised onboarding. Every intervention adds to this success. Tailored interventions that are designed to fully embed the expatriate leader to their new role and country produce the optimal outcome. OPTIMISING The leader and leadership team as one holistic program Benefits and Learnings Cascade EMBEDDING Fully intgrated program with a uniform focus on all new job and cultural shifts that deliver commercial outcomes EXECUTIVE COACHING Focusing on transitioning into bigger role adapting leadership styles and understanding personal impact in new setting ONBOARDING Focus on cultural differences to aid personal transition OPTING OUT Do nothing Cascading Benefits Expectations of Success

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